The economy continues to recover with most sectors rebounding strongly from the sharp drop in output late 2008 and early 2009. Preliminary estimates suggest that real Gross Domestic Product (GDP) grew by 6.1 percent year-on-year in 2010, following an outturn of minus 1.3 percent in 2009. However, winter arrived in Mongolia with the agriculture sector still feeling the impact from last year's dzud. The sector has now experienced double-digit contractions for the third quarter in a row. The exchange rate against the US dollar has been slowly appreciating back to the pre-crisis level. In December 2010, the average monthly exchange rate against the US$ appreciated by 3.0 percent, compared to the previous month, or 15 percent compared to December 2009. The latest survey conducted in informal labor markets in December 2010 revealed a reduction in number of casual workers by about 40 percent compared to September due to the seasonal closure of construction labor markets, and reduced outdoor sales activities due to cold weather. Mongolia has made significant progress in improving budget transparency, but there is still considerable room for improvement. Finally, although Mongolia's laws are easily accessible online and court processes are generally impartial and transparent, the predictability of court decisions is limited and the courts, enforcement and registration agencies are often perceived as corrupt by the public.
Bank loans can become non-performing because of problems with the borrower s financial health, problems with the design or implementation of lender protection features, or both. In ascertaining how to deal with a problem loan, it is important to distinguish between a borrower s ability to pay and willingness to pay, Making this distinction is not always easy and requires effort. This manual was written as a guide for lending institution staff dealing with non-performing loans (NPLs) extended to corporations and small and medium enterprises (SMEs). It deals with both ad hoc and systemic financial distress and delves into how borrower problems may have arisen in the first place. It provides guidance to lending institutions staff responsible for handling individual problem loans and to senior managers responsible for organizing portfolio-wide asset resolution.
In: Lange , K S G 2006 , ' Deutsche Biotech-Unternehmen und ihre Innovationsfähigkeit im internationalen Vergleich : eine institutionentheoretische Analyse ' , Doctor of Philosophy , University of Groningen .
German Biotech-Companies and their Innovativeness in International Comparison – an Institutionalist Analysis 1 Introduction In the mid-1990s, legal changes and policy initiatives in Germany led to the rapid emergence of a biotechnology industry. Initially, German biotech companies focused on the market segment of platform technologies, characterized by incremental innovations. In recent years however, many companies have shifted their strategic focus on the market segment of therapeutics, char-acterized by radical innovations. Since an active involvement in such a segment is untypical for German companies the central research question of this thesis was, if the German institutional framework allowed biotech companies to be internationally competitive in a radical-innovative market segment. The findings are particularly relevant for the literatures on "Varieties of Capi-talism", "National Innovation Systems" and for the sociology of technology. The British and the US biotech industry served as a comparison for the validation of the German case study. 2 Theory The fact that German biotech companies have become active in the field of therapeutics, where both financial and technological risks are extremely high, contradicts an essential assumption of the "Varieties of Capitalism" (abbr. VoC) literature. The proponents of the VoC classify Ger-many as a coordinated market economy, dominated by non-market institutions and long-term relationships. In addition, they presume that such a type of market economy is not compatible with competitiveness in a market segment characterized by radical innovations. Biotech-companies that are active in the field of therapeutics are in need of a large and professional ven-ture capital industry (abbr. VC industry) as well as a very flexible labour market for scientists and managers, given that most of the research projects fail. According to the VoC-approach, neither a flexible labour market for scientist and managers nor a professional VC industry is ex-istent in Germany. Instead, German biotech companies are predominantly financed by public or publicly subsidized venture capital. In contrast, the US and Great Britain are expected to be very competitive in high-risk segments like biotech-based therapeutics due to their institutional frameworks. They are classified as liberal market economies, dominated by market institutions and short-term relationships. Both a large and professional VC industry and a very flexible la-bour market are in place. Thus, the hypothesis of the VoC-approach is that liberal market economies like the US and Great Britain would clearly outperform the German coordinated market economy in the high-risk-segment of therapeutics. Unlike the "Varieties of Capitalism", proponents of the "National Innovation Systems" argue that German biotech-companies can compete with British biotech-companies in the high-risk segment of therapeutics because in recent years a professional VC industry has developed in Germany. At the same time, the flexibility of the labour market is not regarded as relevant for the competitiveness in high-risk segments. What is more, the two approaches have conflicting views concerning the competitiveness of the American and the British biotech industry. The main proponents of the VoC see both biotech industries as highly successful due to the existence of large capital markets as well as flexible labour markets. The representatives of the "National Innovation Systems" presume, in contrast, that the US-biotech industry clearly outperforms the British biotech-industry given the massive governmental funding it receives. Within the field of sociology of technology, Sorge suggested a relationship between the specific institutional configuration of the German society and its handling of technical innovation. He presumes that new technologies mature over time and hence the first phase of radical innova-tions is followed by a second phase of incremental innovations. According to Sorge, if there are first signs of the latter phase, German companies become involved in new fields of technology. Such an attitude towards new technologies originates from the professional socialisation of the German engineers where theory and practice is much more intertwined than in many other countries. As a consequence, we can deduce as a hypothesis that the development of biotech-based therapeutics has passed through a process of maturation and is now dominated by incre-mental innovations. Thus, German biotech-companies have shifted their focus to this market segment because it has proven to be of practical value. 3 Research Design The competitiveness of the German biotech-industry in the market segment of therapeutics was assessed by a comparison with the British biotech industry, as the largest industry in Europe and the second largest in the world. The key indicator for competitiveness was the amount of thera-peutics in clinical trials by biotech-companies in each country. Therefore, all biotech companies with therapeutics in clinical trials were surveyed. Moreover, to analyze the impact of national institutions on the competitiveness of therapeutics companies, more than 40 interviews were conducted with company representatives and experts. This was complemented by the evaluation of publicly available statistics. For the comparison with the US-biotech-industry, relevant litera-ture and publicly available sources were analysed. In addition, some interviews were conducted with venture capital managers investing internationally in biotech companies. 4 Competitiveness in the Market Segment of Therapeutics In a first step, the competitiveness of German and British biotech-companies in the segment of therapeutics was compared. The difference with regard to therapeutics in clinical trials is sub-stantial but far smaller than expected. According to Der Spiegel, in 2003 British biotech compa-nies had many more therapeutics in clinical trials than the German ones: 200 (GB) compared to 15 (GER). In contrast, my investigation showed that in 2004 British biotech companies had only 122 therapeutics in clinical trials and the German ones 68. Taking into consideration that the German biotech-industry emerged 15 years after the British biotech-industry and that the devel-opment of therapeutics is very time-consuming (12 years, until clinical trials about 5 years), I conclude that the British compared to the German biotech-companies are similarly competitive in the field of therapeutics. This interpretation is corroborated by the fact that the amount of bio-tech-companies with therapeutics in clinical trials is identical between Germany and Great Brit-ain (34). 5 Change of Strategy due to a Process of Maturation? The result of the empirical analysis was that hardly any of the German biotech companies which had therapeutics in clinical trials have shifted their strategic focus in recent years. Most of them were already founded with the intention of developing therapeutics. Nonetheless, there was a strategic shift in the biotech industry from platform technologies to therapeutics, not only in Germany but worldwide. But presumably, the therapeutics of the companies that changed their strategy are still in preclinical trials. A real process of maturation in the development of therapeutics has not taken place so far, there are only first steps which could lead to maturation in the future. Only a minority of the German biotech companies develop therapeutics that are incremental innovations. However, this was not due to technological breakthroughs in the bioscience but rather caused by the risk aversion of investors and could be observed internationally. But meanwhile, around 2000/2001, many ac-tors of the industry had the expectation that advances in the biosciences would significantly re-duce the percentage of therapeutics failing in development – even though this turned out to be a misguided expectation eventually. So for a certain period of time there was a perceived or sub-jective process of maturation. But nevertheless, it is rather unlikely that this subjective process of maturation was the main reason for a change of strategy since many industry experts have described the attitude of German biotech managers towards the development of therapeutics as totally naïve and not as precautious. It is more likely that changed preferences of global phar-maceutical corporations and investors were the driving force of the strategic change. 6 German and British Biotech Companies and their Access to Venture Capital and the Stock Exchange In the access to VC, British biotech companies have a small advantage. Since 2003, the VC in-vestments in the British biotech were approximately 250 Mio. Euro and the investments in the German biotech industry stabilized slightly above 200 Mio. Euro. For Great Britain the figures were startling given that it has a large venture capital industry. However, it turned out that only a small percentage is actually invested in the biotech industry. Besides, the German biotech in-dustry has seen a change in kind and origin of investors take place. After the worldwide slump of the valuation of biotech companies in 2001 most German investors withdrew from this indus-try. But to a considerable extent, this was offset by the influx of international investors. Since 2003, international investors have been in the majority in financing German biotech companies. Apart from that, it turned out that German biotech companies with therapeutics in clinical trials are predominantly funded by private and professional venture capital companies and not by public and inexperienced ones. In recent years, initial public offerings (IPOs) of biotech companies were easier to obtain at the London Stock Exchange (LSE) than at the Deutsche Börse. However, most of these IPOs in Britain were very small, so that the companies raised modest amounts of equity. Medium-sized IPOs of biotech companies succeeded in both countries, but were rare. Thus, no advantage of any country was observed. Finally and somewhat unexpectedly, the market capitalization of biotech companies at the Deutsche Börse slightly exceeded the LSE`s. Yet again, it was rather low in both cases. In sum, in the access to venture capital and the possibility of IPOs Great Brit-ain does have at the moment an advantage over Germany, but it is only a minor one. 7 Governmental Funding of British and German Biotech Firms In both countries, governmental funding of biotech companies exists and to a certain extent its level and kind has converged recently. In Germany, public funding declined after the downturn of the biotech industry in 2001. In Great Britain, in the end of the 1990s the government pro-vided some seed funds for young biotech companies to improve their financial situation. At the same time, public funding of biotech companies is still better developed in Germany than in Great Britain. This is also corroborated by a comparison of the therapeutic companies in both countries. However, it is important to note that the public funding German therapeutic compa-nies have received, is only a small percentage of their entire funding. So there is only a small competitive advantage for German biotech companies and it is hardly possible to argue that these companies develop therapeutics because of governmental funding. 8 The Labour Market for German and British Biotech Companies In the biotech-related disciplines there is abundance of highly qualified scientists in the biotech-related disciplines in both countries. An advantage for Great Britain is the larger pool of experi-enced biotech managers, which is not surprising since the British biotech industry emerged 15 years earlier. Apart from that, German biotech companies employ fewer managers with past ex-perience in the pharmaceutical industry for different reasons. Firstly, the long-term employment security in the German pharmaceutical industry reduces the incentives for managers to change to a biotech start-up whose long-term future is not assured. Secondly – and for Anglo-Saxon VC managers this reason was more relevant – a process of consolidation in the pharmaceutical in-dustry occurred in Great Britain ten years ago. As a consequence, many managers were re-leased. In Germany, this process has just started. Thirdly, and this is related to the first point, due to the head-start of the British biotech industry, there are more mature biotech companies in Great Britain. This implies in turn that mature biotech companies are more attractive to pharma-ceutical managers because these companies have on average a better viability. Irrespective of this mentioned, there is a notable amount of managers with a pharmaceutical background, espe-cially in strongly funded and advanced German biotech companies. Another difference between both countries is that lay-offs in German companies are slightly more expensive and bureau-cratic than in Great Britain. But again, it is only a minor difference. If a project has failed, Ger-man biotech companies are able to dismiss employees relatively easily. Finally, co-determination in the form of works councils or employee-representatives in the supervisory board is of no importance because of the small size of this industry but also the low interest of employees. 9 US and Great Britain – Liberal Market Economies Compared The overall conclusion of this comparison was that the US biotech industry is much more com-petitive than the British one. Only very few British biotech companies are of international im-portance, a finding that is transferable to different high-tech industries like semi-conductors or software. A central cause for the dominance of the US in the biotech-industry is the annual amount of invested venture capital which is more than ten times higher than in Great Britain. Even if we consider that the size of both market economies differ significantly this reveals an important advantage to the US. However, a lack of highly qualified scientists as a reason for the low venture capital investments in British biotech firms could be ruled out. Apart from that, a second central cause for the worldwide dominance of the US biotech-industry is the tremendous governmental funding not only of academic science but also of companies. There are strong in-dications that the massive funding of young biotech companies in the US attracts subsequent venture capital investments in these companies. The product development in the biotech indus-try – particularly in the segment of therapeutics – is very time-consuming and often exceeds the time-horizon of venture capital companies. Public funding of young companies makes it possi-ble for them to move their products forward, up to the point at which they become interesting for investors. The public funding of British biotech companies which has started only recently and is still on a low level, is probably a main reason for scarcity of venture capital in the British biotech industry. 10 Conclusion The central result of the British-German comparison was that the German biotech companies are internationally competitive in the market segment of therapeutics that is dominated by radi-cal innovations. This assessment is supported by the analysis of the institutional frameworks in which German and British biotech companies are embedded. Differences exist between the relevant national institutions in both countries – British biotech companies have easier access to venture capital and experienced managers, German biotech companies have better access to governmental funding - but these differences negligible. Moreover, some of these differences – like for example the lack of experienced biotech managers - are not a result of unfavourable in-stitutions at present but mirror a time-lag, that is, the delayed establishment of institutions, and they should diminish over time. This empirical result clearly contradicts the "Varieties of Capitalism" approach which maintains that companies in a coordinated market economy cannot be competitive in a market dominated by radical innovations. The institutional context in which German biotech companies operate differs in core respects: they have access to professional venture capital companies; only a small percentage of their total funding is from public sources; lay-offs due to failed projects are in-deed possible; many therapeutic companies employ former pharma-managers; co-determination is virtually non-existent. Also the comparison of the American and the British biotech-industry and their institutional embeddedness revealed weaknesses of the "Varieties of Capitalism" approach. The US biotech industry is much more competitive than the British one and one main cause for this is the mas-sive public funding, especially of young biotech companies, which does not fit the view that the US is a clear-cut liberal market economy. At the same time, despite these outcomes the proponents of the "Varieties of Capitalism" are not entirely wrong. Metaphorically speaking, the German biotech companies are not embedded in a coordinated market economy but rather located at their fringes. The German biotech com-panies can be successful in the high-risk segment of therapeutics because there is a relatively flexible labour market and access to professional venture capital companies. With a rigid labour market and bank loans it would not be possible and if the typical features of the coordinated market economy were interfering with the biotech industry, like for example the long-term dis-missal protection in the German pharmaceutical industry, the effect would be negative. By the same token, the dominance of the US biotech industry stems not only from public funding but also from a large capital markets and flexible labour markets. A process of maturation based on Sorge has not occurred yet in the biotech-based development of therapeutics even if there have been some advances that could lead to maturation in the fu-ture. The "National Innovations Systems" approach was confirmed for the most part: German biotech companies are internationally competitive in the high-risk segment of therapeutics and the institutional frameworks in which German and British biotech companies are embedded do not differ significantly. Besides, massive public funding explains to a considerable extent the superiority of the US to Great Britain in biotech. Notwithstanding, I argue that the "Varieties of Capitalism" is still the best approach for analysing the relations between institutions and innova-tions provided that three insights are taken into account: (1) the dominant institutions in a mar-ket economy do not have an effect on all sectors in a similar and decisive way; thus, radical in-novations can also be possible in a so-called coordinated market economy (2) one central pre-condition for the success of a market economy in a high-tech industry like biotech is massive public funding of young companies; (3) new technologies change over time in their innovative character due to processes of maturation and it is important to distinguish between subjective and objective processes of maturation. The "Varieties of Capitalism" approach is preferable to the "National Innovation Systems" ap-proach because the latter is not really a theoretical approach, as it does not strive for general conclusions and has an underdeveloped analytical framework. The strength of this approach emanates rather from the detailed empirical descriptions of specific innovation systems.
Purpose Tourism is one of the fastest growing global industries and plays a significant role in national and local economies. Global climate change, as well as sustainable development, especially from the point of view of research of beliefs and attitudes on climate change, is the current area of research by only a small number of scientists around the world, even though an expert group gathered at the Intergovernmental Panel on Climate Change in the middle of the second decade of the 20th century has confirmed "with almost complete assurance that human activities are the dominant cause of global warming, leading to multiple manifestations of climate change". and thus climate change is only the subject of academic research. Taking into account all other environmental problems, climate change has become the biggest challenge and threat to the survival of human civilization, with many consequences and a very wide influence on virtually every aspect of human life, and undoubtedly on tourism as an activity. Between tourism and climate change there is a two-way relationship as tourism is largely dependent on the climate and is influenced by climate change that happens in real time. On the other hand it is estimated that tourism is responsible for at least 8 of global CO2 emissions. which is why great efforts are being made at the global and national level in order to mitigate the consequences of climate change and to plan and take measures to prevent further negative consequences that might be irreversible in the future. Tourism as a whole, especially transport related to arrivals and departures of tourists to destinations, and tourism accommodation per se, significantly contribute to global warming through greenhouse gas emissions and a significant carbon footprint of tourism. Given that the consequences of climate change lead, inter alia, to the increased risk of flooding and drought, melting glaciers, rising sea levels, loss of biodiversity, various human health threats and damage to all sectors of the economy, while at the same time having an extremely high contribution to tourism and the total gross domestic product (GDP) of national economies, any impact of climate change on tourism can have very important economic and development implications, especially in Croatia where tourism is the backbone of the economy. Starting from the assumption of a two-way relationship between climate change and tourism, as well as the importance of knowing the beliefs and attitudes of managers in entire tourist accommodation industry as key persons in tourism management as decision-makers and key actors in implementation of environmental protection and implementation of development and business policies in the area of sustainable development which is inseparable from climate change impacts, the main objective of the research would be to examine and analyze the beliefs and attitudes about climate change and the interinfluence of climate change and tourist accommodation and climate changes as the determinants of tourism offer, as well as the differences between managers in different tourist accommodation facilities. From the aforementioned, it is also the subject of scientific research that deals with analyzing, elaborating, researching and consistently determining the relevant features of tourist accommodation management beliefs and attitudes between climate change and tourism influence, as well as climate changes as the determinants of tourist offer. Purpose Knowledge of managers' attitudes and beliefs is extremely important in order to anticipate, plan and direct the use of mitigation measures and the prevention of negative impacts of climate change and the tourist accommodation industry, so that all subjects directly or indirectly linked to tourism can adapt in a suitable way to the new situation and minimize as far as possible the more negative consequences of climate change. The scientific problem or the subject of this scientific research is related to three primary objects of scientific research that are linked to a logical entity: climate change, tourism and design of tourist offer in the Republic of Croatia, attitudes and beliefs of managers about the impact of climate change and tourism in Croatia, as well as on climate changes as the determinants of tourist offer. In addition to the main goal, the research has also focused on several auxiliary/specific objectives that sought to determine whether certain characteristics of accommodation such as type of accommodation, type of guests, business orientation through wellness and SPA services, i.e. sports and fitness offer, accommodation locations in the coastal or continental counties, the seasonality of the business, as well as the possession of a clearly defined environmental policy, and an analysis of the influence of certain socio-demographic characteristics of respondents on the beliefs and attitudes of managers on climate change issues and the impact of climate change and tourist accommodation. Methodology The theoretical part of the doctoral thesis was based on the available scientific and professional literature results that were collected and analyzed using the historical method. Although limited by scope, the introductory part provides an overview showing the degree of development of this problem. Historical method illustrates the historical development and interrelationship of tourism and climate change with an emphasis on recent data on causes and proportions of climate events, scenarios of changes in the future, all in the context of tourism impact. The historical method analyzes collected data on the impact of climate change on individual destinations in Europe and the world, and predictions of future changes, as well as data on the attitudes of the general population, especially the stakeholders in tourism, about the impact of climate change and tourism. By studying related research, the abstraction and concretization methods extracted from the multitude of data are those relevant to the research. By the method of analysis and synthesis, a whole is studied by studying the components and by combining some elements of the research. In this scientific study a combination of scientific methods, such as inductive and deductive methods, was used, with logical, methodological and scientific empirical approaches to specific knowledge. The transition from individual and special characteristics to general characteristics was done by using generalization and specialization methods. Determining the legality of a court or claim was made by using evidence and denial methods. The comparative method was used to compare certain properties. Statistical methods in the area of descriptive statistics and difference statistics, and selected multivariate analysis methods (conformational factor analysis) were used to describe certain properties and their comparison. The survey was focused on 1084 facilities, representing the total population of all categorized facilities by type as hotels and aparthotels, then tourist resorts and tourist apartments as well as camps, and marinas in the Republic of Croatia covered by the latest available List of categorized facilities on 7 March 2019 officially issued by the Croatian Ministry of Tourism. For the purpose of determining the beliefs and attitudes on climate change and the interinfluence of climate change and tourist accommodation, a questionnaire originally designed for this research was used. Out of the total number of questionnaires submitted, 283 questionnaires had been duly completed, representing 26.1% of respondents, including 4.60% of the members of the Management Board or the Supervisory Body, 46.65% of the Directors or Heads of the Facility or members of the Operational Management, 19% quality managers and 33.56% of middle management staff. Data processing was performed using the Microsoft Excel spreadsheet software. Kolmogorov-Smirnov's test analyzed the distribution of continuous numerical values and according to to the obtained data corresponding non-parametric tests were applied. Categorical and nominal values are shown using corresponding frequencies and shares. Continuous values are shown using medians and interquartile ranges, and the differences between them are analyzed by Kruskal-Wallis's, that is post-hoc Mann-Whitney U test, and presented in Box and Whisker's plot in which shows median values, interquartile ranges, minimum and maximum values, and extreme values which differ from the medians by more than 1.5 interquartile ranges. Confirmatory factor analysis with Varimax rotation was performed in which matrix and factor saturation were calculated for three factors (cognitive, behavioral and emotional domain) and for each factor the coefficient of the internal consistency of Cronbach alpha was satisfactory (> 0.700). Findings After the statistical analysis of the collected results it can be concluded that the main hypothesis of the survey was confirmed that managers in tourist accommodation facilities have established beliefs and attitudes about climate change and the interinfluence of climate change and tourist accommodation. When comparing the three components that are constituents of attitudes in accordance with the theory of the threefold structure of the stand, it has been shown that in the managers the most powerful and positively oriented was the behavioral component, then the cognitive and finally equally positively oriented conative component. In the case of auxiliary hypotheses from the results obtained it can be concluded that all the auxiliary hypotheses of the research were confirmed. It has been established that there are significant differences in the attitudes of managers who manage different categories of tourist accommodation facilities for all 36 statements from the basic questionnaire according to which they expressed their degree of acceptance, i.e. their beliefs and attitudes. It was demonstrated that there is a statistically significant difference in all three components of the attitude about climate change and the interinfluence of climate change and tourist accommodation are of managers that manage different categories of tourist accommodation facilities. There have been significant differences in the attitudes of managers managing tourist accommodation facilities of different categorization or different number of awarded stars in all the statements for which they expressed their position in all three components of the attitude. There are significant differences in the attitude of managers who manage tourist accommodation facilities that have ecological facilities and a SPA/wellness offer, or fitness offer, in relation to managers in tourist accommodation facilities where there is no SPA/wellness offer or fitness content offers in all the statements for which they expressed their attitude in all three components of the attitude, except in the emotional component associated with the sense of fear experienced by the respondents when contemplating climate change, irrespective of the observed characteristic of the accommodation. There have been significant differences in the attitudes of managers who manage tourist accommodation facilities that are open year-round in relation to managers in tourist accommodation facilities that are seasonal, in most of the statements they expressedtheir attitude about in all three components of the attitude. Statistically significant differences were observed in 18 of the 22 statements in the cognitive component of the attitude, in 3 of the 6 statements related to the emotional component of the attitude, and in 5 of the 8 claims related to the behavioral component of the attitude. There are significant differences in beliefs and attitudes about climate change and the interinfluence of climate change and tourist accommodation, as well as about climate changes as determinants of the creating tourist offer between managers in tourist accommodation facilities given the type and manner of guest arrival or between managers in tourist accommodation facilities which are oriented towards accommodation of individual guests in relation to managers in tourist accommodation facilities that are family-oriented or oriented towards organized groups. The differences were observed in 11 of 22 staements in the cognitive component of the attitude, in 5 of the 6 statements in the emotional component of the attitude, and in 6 of the 8 statements in the behavioral component of the attitude. There have been significant differences between the attitudes of managers who manage tourist accommodation facilities who have and those who do not have a clearly defined environmental and quality policy or environmental protection policy contained in any of the valid quality certificates in all the staements they have expressed their attitude about, in all three components of the attitude, except in the emotional component associated with the sense of fear experienced by the respondents when contemplating climate change. There are significant differences in attitudes between managers in tourist accommodation facilities located in coastal or continental counties, in all three components all the statements except in the statement which claims that the national government should set national targets for increasing the use of renewable energy, such as wind energy or solar energy. There are significant differences between attitudes about climate change and the interinfluence of climate change and tourist accommodation as well as about climate changes as the determinants of creating tourism offer among managers whose sphere of responsibility is quality policy in relation to managers who are focused on strategic management or in relation to managers that are part of the ownership structure, as there are also significant differences in the beliefs and attitudes between managers at the middle management level compared to managers in top management positions. There have been significant differences in the beliefs and attitudes about climate change and the interinfluence of climate change and tourist accommodation, as well as about climate changes as the determinants of tourism offer, depending on certain sociodemographic characteristics of respondents, especially their gender, level of education, length of service in the tourism sector, membership in ecological NGOs or activism in ecological actions and initiatives. Consequently, the beliefs and attitudes of managers in the tourist industry are the function of various characteristics of the accommodation facility, where stronger proecological attitudes and higher levels of ecological awareness about climate change and the interinfluence of climate change and tourist accommodation, as well as climate changes as the determinants of tourism offer are shown by managers working in: in categorized tourist accommodation facilities of higher category (higher number of stars); categorized tourist accommodation facilities located in coastal counties; categorized tourist accommodation facilities that work all year round; categorized tourist accommodation facilities that have a strong orientation towards the SPA/wellness offer and amenities; categorized tourist accommodation facilities that have a clearly defined written quality policy and environmental protection and categorized tourist accommodation facilities aimed at organized groups and family guests who come for holiday. Also, stronger proecological attitudes and higher levels of ecological awareness of climate change and the interinfluence of climate change and tourist accommodation, as well as of climate changes as the determinants of creating tourist offer are shown by managers working in categorized tourist accommodation facilities in top management positions, by managers who have completed tertiary level of education, who are members of ecological NGOs and consider themselves activists, who are of female gender and those who have more years of work experience. Originality of the research The results of this paper provide a series of insights that may be relevant for the development of sustainable practices in the tourism sector and in particular hotel industry in general, as they contribute to understanding of the attitudes of key decision-makers and can provide the basis for predicting their behavior in relation to the application of environmental protection measures against the negative impact of tourism which is unambiguous.
The recovery of global growth that started in 2010 began to weaken in 2011. During the first half the falloff was linked to the Tohoku nuclear disaster in Japan and high oil prices, but by the end of July, temporary effects from Tohoku were starting to fade and global industrial production was rising. However, since August the global economy has come under increasing stress from the sovereign debt problems in Europe, anemic growth in the US, and a slowdown in China and other main emerging markets. The latest leading indicators and forecasts point to a further slowdown in growth in Europe. Meanwhile, risks remain of a double-dip recession in the US and sharper slowdown in the large emerging economies. Near term developments depend critically on factors that are largely beyond the control of governments. As this is being written, leaders of the major European Union (EU) countries are still seeking to implement a set of credible policies to establish an orderly process for managing sovereign debt in Greece, to prevent risks from spreading to other economies in the euro zone, to recapitalize banks affected by likely sovereign debt write downs, and to establish a more unified and effective fiscal framework for euro zone (EZ) states. Uncertainty over their ability to successfully conclude this process, as well a series of ratings downgrades, stock market volatility and uncertainty over US deficit policies have shaken investor and business confidence and kept consumers wary. Most forecasters have already reduced their projections for global growth in the US and the EU by a percent or more.
In El Salvador, the banking safety net emergency liquidity assistance, resolution and deposit insurance- faces particular challenges given it operate in the context of official dollarization. The economy was officially dollarized in 2000 with the adoption of the law on financial integration and of the United States (US) dollar as legal tender. Dollarization constrains a central bank's ability to act as a lender of last resort (LOLR) and provide emergency liquidity assistance (ELA). This note discusses the weaknesses of the current framework and recommendations to ensure the safety net functions more effectively and efficiently. To address systemic liquidity risk in the context of official dollarization, the Banco Central de Reservas (BCR) should be provided with more powers and funds to provide emergency liquidity assistance to banks. The bank resolution scheme, which has not been tested, and the deposit insurance fund, which has insufficient funds, both need to be strengthened. Appropriate roles and formal mechanisms to monitor and manage systemic risk and events should be put in place. However the roles and responsibilities of the various institutions involved in the safety net are not always consistent with their objectives, powers, and mandates, while a well-specified strategy to preserve the stability of the system (e.g., with clear responsibilities for monitoring systemic risks and taking macro prudential decisions) and definition or formal measurement of systemic risk have not yet been established. Furthermore, coordination with foreign supervisors of international banks does not include designing contingency plans to address a possible cross-border event. This paper is divided into following four parts: part one is introduction; part two gives systemic liquidity management and emergency liquidity assistance; part three is bank resolution and deposit insurance; and part four gives crisis management arrangements.
Part one of an interview with Settimio "Babe" Pellechia. Part of this interview has been redacted as per Mr. Pellechia's wishes. Topics include: Family history. How his parents came to the United States from Italy and settled in Leominster, MA. His father's work at the Leominster Button Company and then as an ash collector. Babe's memories of growing up in Leominster during the Depression. His father's construction work. The work his siblings did. What it was like for Babe working with his father on construction jobs. How his brothers turned the construction business into a concrete block manufacturing business. The different businesses Babe started and worked in. What the Lincoln Terrace neighborhood was like when Babe was growing up. His mother mainly spoke Italian and knew very little English. Speaking Italian in the home. What his mother was like. The types of food his mother would prepare. Babe's work in the motel business. What life was like when Babe was running an ice cream shop and a motel. His children's education. ; 1 BABE: And [DeMazzio]… [Icelano], and then after would actually be Joseph… Enrico. LINDA: Enrico? BABE: Enrico. LINDA: Enrico. BABE: Uh oh, we got caught. Enrico, and then myself, and then Olga. LINDA: Hi, I'm Linda. SPEAKER 3: Hi nice to meet you. BABE: Now there wasn't -- of course Dave passed four years ago. There was another DeMazzio [unintelligible - 00:00:53] Icelano. LINDA: Oh, there were two others that died? BABE: Well, they died at the age of three and one in the same weekend. LINDA: Okay. BABE: Before the others. That's why they renamed the others. LINDA: They renamed -- so. I'll put that in here there were two others. You want that in there? There was another one DeMazzio that died and they named it the next one DeMazzio. And Icelano was one that died, and they named the next one Icelano. SPEAKER 3: I would like that in there. LINDA: Okay. SPEAKER 3: [Unintelligible - 00:01:21] you should have hired her. LINDA: How are you, Tina? TINA: Oh good. I'm… LINDA: Now, your marriage. BABE: Now, there's a bad part. You had to spoil it. October 5, 1945. I'm sorry, October 6, 1945. LINDA: Uh-oh. SPEAKER 3: I was just waiting. I didn't want to say anything. LINDA: October 6, 1945 and you married Augustina, what? SPEAKER 3: Traini. BABE: T-R-A-I-N-I. 2 LINDA: Augustina Traini. BABE: This comes out of that because [unintelligible - 00:02:01] that's part of the book [unintelligible - 00:02:05]. SPEAKER 3: Babe, you're going to have to do this because -- I'm sorry, I have a class. I'm teaching down the college, so… BABE: What was that last one? LINDA: Your children, the names of your children. BABE: Okay, Linda… LINDA: Another Linda. BABE: And Barry David. LINDA: And Barry David. Residential history. Now, you lived on Grove Avenue. BABE: The different places we lived? Well, we started in Lincoln Terrace where I was born, and Miller Street, [Union] Street. After Union Street we went to Sterling, Westminster, to Grove Avenue, and then over here. LINDA: Norfolk, okay. BABE: I missed one, Litchfield Street. LINDA: Where was that at? BABE: That would before Union. LINDA: Litchfield? BABE: Litchfield. Is it recording now? LINDA: Yes. BABE: Then I can't joke as I go on. LINDA: Oh, you can joke. I just wanted to make sure that… BABE: Had I graduated it would've been the class of '40. LINDA: Okay. Work history. What did you do? Your father? BABE: What did I do? I started with contracting with my father. My father was a contractor, so I fit in that very good. And then I was self-employed in the following businesses: Babe's Ice Cream, Dennison Motel, West [unintelligible - 00:04:06] Motel, and Babe's Miniature Golf, subdivision of the real estate [unintelligible - 00:04:07] houses. LINDA: Subdivision of real estate? For housing? 3 BABE: Mm-hmm. That's all I did. LINDA: What about Blocks? BABE: Yes, true. That was another corporation. These were all my own. Blocks was a corporate… LINDA: That was with your father? SPEAKER 3: At least she remembered. LINDA: Contracting with father, Blocks -- was that the name of it? BABE: Well, Blocks was the name of the four brothers. SPEAKER 3: It's a great thing you guys are doing, you know. I'm so glad you got that older woman, that 100 year old lady, 106. Thank God you got her before she went. LINDA: We got a little bit. You didn't get to see her [unintelligible - 00:05:09]. SPEAKER 3: Not me. It was someone who was working before. BABE: To show that we're not always hiding. That first sheet down there, what's that say? SPEAKER 3: This one? BABE: Yeah. SPEAKER 3: The Joy of Growing Up Italian? BABE: No, no, the one above it. SPEAKER 3: American? BABE: No, what's the next one you have there? SPEAKER 3: This one, the Americans? BABE: Oh, that's what you had. [Unintelligible - 00:05:26] LINDA: Babe, my next question here is St. Anne the Church, and that's St. Anna. You always belonged to St. Anna Church? BABE: Off and on. LINDA: Off and on. SPEAKER 3: Yeah. BABE: And now it's off. SPEAKER 3: I'm just going to say bye. And I'll see you. LINDA: Good luck. Nice meeting you. [Unintelligible - 00:05:58] 4 BABE: It was a pleasure. SPEAKER 3: I got pineapples for my still life. LINDA: You're going to paint still life? SPEAKER 3: No, they're drawing. It's a drawing class that I'm taking [unintelligible - 00:06:05]. BABE: Before -- do you want to shut it for just a minute? SPEAKER 3: Not on there, so… LINDA: Thank you, Ann. I would have checked. Okay, we have to start again. I'm Linda Rosenblum with the Center for Italian Culture. It's Tuesday, October 30th at 1:20 p.m. We're with Babe Pellechia, and Rosa Farrell is with me, and we're at his home at 27 North Fourth Drive in Leominster. Hi, Babe. Thanks for letting us come and interview you. I thought that you could tell me a little bit about your parents first. Are they the ones that came to Leominster? BABE: Yes. My father came to Leominster in 1906, and… how far do you want me to expand on that? What he did? LINDA: Sure. Well, first of all, where did he immigrate from? BABE: From Rome. LINDA: Rome? Did he travel with your mother? BABE: No, she came in 1909. LINDA: Okay. Who did he travel with? BABE: He just came on his own, I believe, at that time or whatever, people were coming. He left from Roma and landed in New York then came to Leominster. LINDA: Do you know why he came to Leominster? BABE: You know, that's one of the questions we never asked him, and I'm still trying to find out why he came to Leominster. It must be because of friends; that's where most of them was. You know, there was quite a colony of the Santa Maria Del Combo, and that's from the section of Italy where they came from. So it could have been from other friends where he… 5 LINDA: What do you call that, Santa Maria? ROSA: Del Campo. Santa Maria Del Campo. BABE: It's an Italian organization. ROSA: The particular region in Italy. LINDA: So, close to Rome? BABE: It's south of Rome. It's actually -- El Vita, and [unintelligible - 00:08:00]… which is part of -- give me a minute. My notes over there, please, these little papers here. It's [unintelligible - 00:08:17] Costa Lata. C-O-S-T-A, L-A-T-A, I believe it is. And that's where most of them came from. LINDA: And I had just read in some of the papers over here that he studied industrial agriculture when he was in Rome? Did you know that? BABE: He was a farmer, whatever that may mean. You know, like I say, [unintelligible - 00:08:41]… authority, and that sometimes these things happen like a good friend of ours that was a garbage collector, and he did wonderful things. The city of New York gave him an award, and they said he is a sanitation engineer. And the guy got up and says I am a garbage collector. So I don't think he did much studying at that age because there was -- things were pretty rough there in Italy. LINDA: Did he ever tell you any stories of Italy? BABE: Oh yes. LINDA: Would you like to share some? BABE: Well, he would say the way they used to work and so forth, and their living conditions, which was pretty rough at that time. That was the reason why they came here. Of course, supposedly our roads were paved with gold, and that's out there. But he was always a very hard worker and always wanted to do more, learn more, do more, which he did do in his life. Like the first thing he did when he came in to Leominster was he headed down to Leominster Button Company, which is near, 305 Whitney Street, and they're called [unintelligible - 00:10:01] now. And he was a rubber of buttons and combs. They used ashes, and it's surprising that 6 they [unintelligible - 00:10:11] health in that year one of the filthiest jobs that -- the men worked, and this is outlined -- let's see, this is put out by the Board of Health of Massachusetts. LINDA: So he was called a rubber? BABE: Mm-hmm. LINDA: Did you remember him explaining what he did? BABE: Well, what it is, you take the buttons or the combs or whatever they're working on [unintelligible - 00:10:37] was turtle, made from turtle then [unintelligible - 00:10:39], and what the ashes and what the wheels going at the RPMs that it does go, and the water, that polishes up, really polish it. But of course if you got water and ashes and a wheel going you know what that does to the person, and that's what he did for a few years. Surprisingly though in 1914 he sold that fine ashes -- this was a business for him. LINDA: So he realized that there was a use for that ash. BABE: Mm-hmm, and they got him out of that filthy working conditions. LINDA: I'm wondering what does an ash dealer mean? What would he do with the ashes? BABE: You go around and pick up the ashes from people's home, 10 cents a barrel, bring them down and screen it through a screen that water won't go through, and that's what they used for rubbing. That's the compound that they used for rubbing these plastic -- not plastic but the horns or hooks or whatever they were doing. LINDA: Did he get that idea from someone else, to go and collect the ash? BABE: Well, he got the idea from being in business. He got some wagons to collect the ashes, which were -- and the rubber district was a good business at the time, and then he felt that he had that, why not screen the ashes and sell it to the industries, which he did. Another byproduct of that too that the -- when you screen the ashes you always get the coal that never burnt, and half of Lincoln Terrace was the Italian Colony. He used to go down and pick up the coal, and it kept a lot of people warm up there 7 at that time, so that they would go down -- it was on Middle Street where they did that. So [unintelligible - 00:12:33] he helped out a lot of people by letting them go and they go through these screenings and pick out all the little black diamond gold that heats the house, and that was it. LINDA: So this 75 Lincoln Terrace, was that where you lived, or … BABE: That's where I was born, and that's where we lived at the time. LINDA: So he actually -- I just want to make sure that we get this on tape, so sorry to keep asking you… BABE: That's all right. LINDA: It's an old art, and it's not easily explainable. So he would go around to people's homes, or… BABE: Yes. Because everybody burnt coal in those days. You'd call up and you'd go there and then take the barrels out where -- which as he said was very, very heavy, because you'd either have to go up the stairs if they didn't have an outside door or to the bulkhead or something like that, and he aggravated at some people to get more ashes in the barrel [unintelligible - 00:13:26]. And so that's more weight, and then you couldn't screen it. Other than that he had the horse and wagons, put them on, bring them down -- the screening plant was on Millet Street, which is just off of Lincoln Terrace, and there he would screen what he picked up from the people's homes and separate it and sell the extra fine screened ashes to industry. And he shipped it to a few places all over the United States at the time. LINDA: Where did he get the money to begin this type of a business? BABE: By what most foreigners other than Puerto Ricans, saved their money [unintelligible - 00:14:09] saved their money and do it that way. LINDA: So at this time was he married? BABE: Probably should strike that out. That isn't too nice to say, but it's already on tape. 8 LINDA: Well, it's going to be edited. BABE: Okay. LINDA: What did I ask -- was he married to your mother by this time? BABE: Oh yes, he married my mother in 19… I'll put my glasses on. It would help, wouldn't it? LINDA: Okay, but we can figure out the dates later. BABE: Hmm? LINDA: We can figure out the dates later. BABE: Okay. LINDA: So we'll figure it out. So can you tell me a little bit about growing up on Lincoln Terrace? BABE: It's a good thing that we didn't know better. We enjoyed ourselves. It was a happy life and so forth, but I just wonder what would happen today if children had to go through what we did. Our fun would be getting in a sandbank and digging holes and whatever we could find, cups and make objects out of it. We'd play baseball. Whoever had the baseball and the bat would be the one that would pick the teams and when we'd play and how we'd play. And it was -- on today's standard it was really very, very rough living at the time. We had no entertainment to speak of. We hardly go to movies only it was only a nickel to go to the Gem Theater; we didn't get there too often. And the main highlight, or one of them, was at Christmastime at the -- one thing my father would do, he did everything for Christmas. You know, for food and things like that. And one of the big games as I remember would be getting the table like this and putting sawdust on it, and he'd hide coins in the sawdust, and you each had a shape to pick out a shape where you'd want hoping to get more coins than your brothers and sisters and so forth. So that was one of the fun things that we did. 9 But myself as I grew up I always had a tendency to follow him and get involved with his work. By that time [unintelligible - 00:16:36] he was in the contracting. He was more doing contracting at that time, became a contractor. So I always followed him around on jobs and things like that. So I learned more. I think even for myself I think I grew up real fast as far as a youngster. LINDA: Is that partly because you were the seventh son? BABE: No, because that's what I wanted to do. LINDA: Explain to me though what your name means again. BABE: Settmio is seven in Italian, and that's what it means. It's just that the Sette is seven, and that's where the name comes from. LINDA: So I forgot now. You're the seventh son or seventh child? BABE: Seventh son in rotation. LINDA: And how many sisters? BABE: Out of eleven. There was three girls in the family. LINDA: So by the time you came around your family already had six boys? BABE: Yes. I was the seventh and the last boy in the family. LINDA: So how were your brothers' lives different than yours? Were they harder? Were they… BABE: Oh yes. Well, my oldest brother was quite active in the business and so forth. He did all that. But then my next brother was a -- he worked very, very hard, and entertainment was out as far as that got. No vacations and things like that. It was strictly, as I remember it, when -- don't forget I'm entering about the time, well, 8 years old and that was the beginning of the Great Depression. I remember that quite well. The families were living on $12 a week, quite a few of them, which is what the welfare would give you. LINDA: So during the Depression your father was working? BABE: Whenever [unintelligible - 00:18:44] work. Yeah, he was doing contracting, whatever work he could get. On one job he was a supervisor for doing some work at city hall, and this is choosy but you have to do it 10 by the WPA program at the time. And to do a [unintelligible - 00:19:02] for city hall you did it at the time but they send them 30 men. You know, other people that were on the WPA, and they were on top of one another so my father had to let them be -- he had them closing doors, open doors and sweeping, everything but working because they were all in one another's way. But he was a supervisor at that time. But he did work like that there and then we plowed snow in the wintertime—there was income from plowing the snow, keeping the truck busy. Then he did odd jobs as they came up, but nothing -- it was a tough time. To backtrack, my father was very, very successful up until 1929. He owned 33 houses, and one by one he lost them all because people didn't have money to pay the rent and the banks wanted their money and they would just keep taking the house. You know, the foreclosing, keep doing that. LINDA: So he owned 33 homes and he lost every single one? BABE: All but the one we were living in. LINDA: Oh. BABE: Yeah. LINDA: How did he afford to buy 33 houses? BABE: Because he got to be a good-sized contractor. Like he built – he had the contract for all the concrete work in the Leominster post office, which was quite a job in those days. In 1926 he built the Main Street garage down on -- he did the fence around St. [Lido's] cemetery, which is quite a sizeable job, and he built numerous homes. In those days the first homes he built, regular homes like on Lincoln Terrace, there's probably eight homes up there that he built and was sold for the big sum of $2,800. LINDA: Wow. BABE: That's what they were at that time. In fact, numerous times, her dad would work for my father on his trade. You know, blocks and bricks, plastering 11 so that he and [unintelligible - 00:21:22], whenever they had a job that required brickwork and plaster and so forth, they were the first two that he called to do the work. So you see we would all get things first class with first-class people. But he couldn't -- the Depression was too much for everybody at that time, not only him. LINDA: Before we go on, let's back up a little bit. He came to this country, he started -- he used ash to rub buttons et cetera, then he opened his own business selling ash. BABE: He started that, yeah. LINDA: Right. So what kind of time frame are we talking about? BABE: I beg your pardon? LINDA: What's the time frame that we're talking about? BABE: [Unintelligible - 00:22:05] LINDA: Where was it, 1914? BABE: Yeah. LINDA: So he was selling ash in 1914, and then he went into the construction business? BABE: I can give you year by year. Let me show you. See, this is the -- you know, all the concrete work on this job there's his -- do you see that there on the box [unintelligible - 00:22:27] and Company? LINDA: Mm-hmm. Oh that's interesting. That's in '29, so this was a bad time. BABE: No, that was the good time; the beginning of the bad started right after that. So that the -- well, he worked the button shop, at Leominster Button… then he -- let's see as we go along here. Okay, now in 1913 he put a grocery store in the house. LINDA: He put a grocery store in your house? BABE: Well, [unintelligible - 00:23:14] to sell groceries, yeah. LINDA: So at 75 Lincoln Terrace? BABE: Yeah, that's still 75 Lincoln Terrace. And then of course he got both here the ashes and the grocery that he did. LINDA: So who's running the grocery store? 12 BABE: My mother. LINDA: Oh, was it your mother? BABE: Yeah. It's just on Lincoln Terrace a small street though, there wasn't -- no store, like you think of stores today. And it keeps on changing. Now right now, then in 1916, he added trucking to that too. LINDA: Trucking? So that's when he's an ash dealer though? BABE: No, he started with regular trucking after that. Sand and gravel and so forth at that time. LINDA: So again, he'd buy the sand and gravel, and then… BABE: No, we had our own pit. LINDA: You had your own pit? BABE: Yeah. He owned the land down on Miller Street, which was back in there. LINDA: So at least we understand the chronological. BABE: Hmm? LINDA: At least we understand it a little bit more, I think. I was going from the ash business right to building. BABE: [Unintelligible - 00:24:43]. LINDA: That makes more sense. We get into trucking, gravel and sand, and then construction. And he would build these buildings himself? BABE: He did all kinds of construction work. He even built the 38 -- he had the contract for the bridge on [unintelligible - 00:25:05] Street in Pittsburgh, which was Route 2A at the time. ROSA: He put the sand and the gravel and the ashes. Didn't he make his own blocks, make blocks for construction? BABE: Started making blocks around 1920. That was part of the… LINDA: So he would use the materials that he was gathering or buying and selling? So who would he sell the blocks to? Or would he use the blocks for his own building? BABE: He would use the blocks or sell them to whoever needed them. LINDA: And how would he make the blocks? 13 BABE: From our own pit, with the sand and gravel we had there on North Smith. He would make the blocks at that time. LINDA: Was it a mold, or did people do them… BABE: It's a machine, the machine that the mold would take care of it. LINDA: What was the name of the construction company? BABE: Pellechia and Company. LINDA: Pellechia? Did they have many people working? BABE: At some times he had quite a few people. LINDA: You don't have to worry so much about those dates, because I can look through that after. I'm just trying to understand how someone comes here from nothing and owns 33 homes. BABE: It was 1925. LINDA: Sand and gravel, ashes and store. So he goes from his buggy to his truck. Now, who's Charles? BABE: That's my oldest brother. LINDA: Your oldest brother. Okay, so your brothers went into business with him? BABE: Yep. LINDA: All six of them? BABE: We all worked for him. We all worked for him. We built a lot of gas stations, too. We had quite a team. Because amongst the team there was my father, who strictly did supervisory work, figured the job and things like that. And then we had Charlie, who was [unintelligible - 00:27:09] equipment as well as piping and so forth; Red was a great laborer; Rico was a carpenter first class; I was a mason, but what I picked -- I went to trade school to be a mason, you know. So when we would get on a job we were pretty much able to do quite a bit of it ourselves. LINDA: Now, who's Red and Rico? Are those brothers? Red and Rico? BABE: Brothers. LINDA: So those are nicknames? BABE: Mm-hmm. LINDA: For who? 14 BABE: Well, DeMazzio and Enrico. LINDA: And where did you get your nickname? BABE: Babe? After 11 kids it's time to call somebody Babe. No, my sister Lena gave it to me as she said when I was a baby at that time. LINDA: So how did your brother Red learn how to build pipe for -- what did you say that he did? BABE: When you run a gas station there's a lot of pipings involved. You know, water and gasoline and so forth. That was how he -- my brother Red was a hard worker and the one that never asked for too much and always -- education-wise Red was very, very limited. In fact, one of the side stories on that is he couldn't learn his general orders in the Army, and as a result of it, on his record, they said he would never be anything other than a private, and he couldn't get any Class A pass. So they went overseas, and he had two companies that he was in that were completely all injured or so forth, and he became the top sergeant of the whole group. So he knew what to do when it was important. He had the smarts for that, but as far as the learning he just didn't have the ability to learn. LINDA: So, how did you all learn and know -- was it, were you apprenticed? Did you have any kind of… BABE: No, no you just learned from one another. That's how [unintelligible - 00:29:19] families just keep going, and it was just, you know, you started off -- and our father knew what was what and we picked it up real fast and just kept going on it. LINDA: Can you tell me or share with me an early experience of working with your father? BABE: Well, I just started, just jumped and started doing it. In fact, I was 15 years old and I built the gas station on the corner of Walnut and Main Street in Leominster. I was supervisor and so forth because they had other jobs, but it all came natural. I just enjoyed it and I just did it. In fact, 15 when I was with the trade school, at the end of the school year I was in the brick mason department, and the instructor told me, "Don't come back; you're wasting your time." LINDA: Wow. And is that why you didn't go back? BABE: Well, I had to go to work. LINDA: Well, bring me back though to a day when you're working with your father. What was it like? Did you all kind of disperse and go to different jobs? BABE: Go to different jobs. He never drove, so one of us had to drive him. One thing about him he was very honest, and he was very thorough. In fact whether we were doing a job contractor or day work he would even tell us, you do the same thing whether it's day work or contract, even if you lose money. So you know, with a bringing up like that, you can't go wrong. So of course when I was very young and we were doing a lawn on Berne Avenue, and we had the big roll that you use to roll with, and I was very young and the roll was banking, and I'll never forget I came close to the bank and I couldn't hold the roll, and it went down and right through a flower garden. That was one of the unpleasant days. [Unintelligible - 00:31:33] let me know that I did wrong. He never hit us or anything like that. But I was worried for a while on that score. But then I'd go figure jobs and then he'd take me with him, because I'm the one that probably liked it the most and did it the most. That was good days. I enjoyed it. I never resented -- I think he taught us an awful lot, so we couldn't lose with that combination. And with a mother that would watch us like we're all just a baby -- whether you're six years old or 40 years old, she wouldn't go to sleep until you were in the house. It was good times under the conditions. As I said though, we didn't know better. If I did that like -- I know that many a times on the job when things 16 were that the -- come time to eat and all we had the money for was probably a cheese sandwich or something like, that you know, just limited, which is -- my son now later on was putting in overhead doors, he had a business he did that, and he was developing by the South Shore there and he came home and he said, "Dad, you know I forgot my money today," he says, "I didn't eat." "What do you mean you didn't have no money at all?" He said "Well, I only had a dollar." I said, "You know, you still could have had a cheese sandwich." He said, "Dad, those days are gone." So that's the difference. LINDA: So, when you'd go with your father to figure jobs you said, did someone call him? Not call him probably, but contact him to build something? BABE: Yeah, people would call from his advertisement. He did advertise, and they'd call him too. You know, a lot of people wanted bids; you have to bid it. So I'd go with him a lot of times and do the bidding and help him do the bidding and so forth. As I grew older. LINDA: So would he write a contract out and then have a company sign it, or…? BABE: Most of the time you just did it with the individual, it was all by -- in those days everything was with a good shake hand, which they meant. Very rarely was there a contract drawn up. Unless it was a big job, and then they'd have that. LINDA: And who was his competitor? BABE: A lot of competitors. There was a lot of competitors. Must have been -- Leominster probably had about 15 to 20 contractors at the time when it got to contracting. LINDA: Were there any other Italians? BABE: Oh yeah. There was probably half a dozen or so I think Italians. LINDA: Did your father apprentice anyone? Did anyone begin working with him and then venture out on their own? BABE: Well, we wouldn't call it apprentice. They just did that, which is the American way to do things. You never met anybody better than 17 themselves, so that -- yeah, we had somebody. I mean, that never bothered him. LINDA: How long did your father do this kind of work? BABE: Until he retired at about age -- he stopped working I think at about age 60. LINDA: And did the company survive? Did the sons take it over? BABE: Well, what happened, we kept the thing going quite a while. Even by that time, the brothers, we went into the manufacturing of concrete blocks on a real production method. We used to manufacture quite a few a day, and that became our sole business then. LINDA: So tell me about that then. BABE: Well, we came back from the Army, and with the -- three of us were veterans, and we got a loan from the government on the G.I. Bill, and we bought this production machinery and put up a whole plant and went into manufacturing of concrete blocks all type on full production. We used to make at that time about 4,000 blocks a day and get out -- plus the building supplies that went with it. And my father first saw [unintelligible - 00:36:15] he gave us the land and he also would watch the building of it when we did that. That was in 1945. In 1946 we started selling the blocks from our new plant. LINDA: And what was the name of the company? BABE: Blocks Incorporated. LINDA: Blocks Incorporated. And you and your three brothers started… BABE: And myself yeah. [Unintelligible - 00:36:42] Well, there were three veterans, but then one wasn't there. One didn't go into the Army and he was part of the corporation. LINDA: So four brothers plus yourself? BABE: No, four brothers. LINDA: Oh, four brothers. Three [unintelligible - 00:36:55]. So you would make these blocks and then sell them to… BABE: To whoever wanted to buy them. LINDA: Do you have advertisement for that company too? 18 BABE: Yeah. LINDA: Good. And how long did you do this? BABE: We did it up until 1979. LINDA: Oh, so what happened to the business? BABE: Well, at the age of all of us at that time it was time to liquidate it, and we did. We just sold off the -- we had an auction for the equipment, we sold the real estate, and by that time we were all -- other than myself all my brothers were ready to retire. Well, one other brother, the one next older to me, he had passed away. So it was just the two oldest brothers, and it was too much at that time to run the business of that, because we built another plant after that. The original plant was at -- our second plant we were doing 8,000 a day, so -- but it's, it was competitive, and getting out to sell them and everything else, it was quite a job. So I decided -- well, what happened was actually while I was out doing all my things at the time, I left. I was still part owner, but I left to do my motels and everything else with it, and they did get in trouble financially. And I went in and helped them straighten it out again, and when we straightened it out. That's when I told them we're selling the business, and so that's what we did. So we sold it in good graces [unintelligible - 00:38:47]. LINDA: So did any of your sons -- well, you have one son, but you must have some nephews. They didn't want to take over the business? BABE: We tried and it didn't work out. My son actually went to college and so forth, so he didn't fit into that. Then my -- there weren't too many boys in the family [unintelligible - 00:39:12], and Red had two boys, and one didn't want nothing to do with it all, and the other tried and he didn't like it. So it really was limited as to who could run it after that. LINDA: Now, did you sell the blocks locally or out of state, too? BABE: Well, out of state, New Hampshire, we sell New Hampshire. And we made a special block that we did one delivery in New York City with a special block, but we also had -- my brother had invented a new face for the blocks, and the -- it was a glazed block, and we did manufacture them, 19 and there are three school in Leominster have them. The Army has it in Leominster, and we sold a school in Gill, Mass. and [unintelligible - 00:40:07] and in Worcester, so that we did do quite well with that glazed block, which did very, very good. But like I say, age probably got that business why we finally sold it. LINDA: So the blocks though were they pretty standard size? BABE: They were all standard. LINDA: And then it only changed when your brother invented the glaze? BABE: Well, they were a standard block; it was just something added to it. LINDA: Added. Did he patent that invention? BABE: We worked on patenting it, but surprisingly when you patent something, there's always something close to it. In other words they did a whole lot of research on it and we didn't think it was patentable at the end, because the concrete goes way back year and years and years, and there's always somebody that did something close to it that you -- it just wasn't patentable. LINDA: So how did he develop the glaze? Do you know? BABE: Just working at it. In other words he just -- that was Joe, and Joe was the one in the family that was probably ahead on thinking of doing things and so forth. He was the one that always experimented, in other words, come up with ideas of doing special things. LINDA: So during the time as you're part owner of this company, you did other things. Can you explain? BABE: Did he do other things? LINDA: Yes. BABE: Yes, I did all those things that you wrote down in the book there. There were a few of them. LINDA: Yeah, I know. But could you explain some of them? BABE: Okay. What do you want me to start off? Which one, the first one, the ice cream place? 20 LINDA: Is that the first one that you started? BABE: Maybe I had a little of father in me that you do different things, you know. I went to an auction, and they had an ice cream machine, a brand new one, at the auction for sale, and I bought it for $1,000. And before I left, the salesman that sold it from the Mills Company came there and he found out that I bought it, and he offered me $1,500 for it. The minute he said that I immediately said if this thing is worth $1,500 to the salesman, I'm going to see what this machine will do. And I built an ice cream place around it. That was the beginning of Babe's Ice Cream at the time. LINDA: And where was that located? BABE: On Route 12. LINDA: Route 12. BABE: [Unintelligible - 00:42:44] started that, which is very interesting. We were going to open up on July 4th, and this was in 1950. On July 2nd it was one of those hot, miserable days, miserable, real miserable, [unintelligible - 00:42:56]. And this busload pulls in. There was 38 people on the bus, and one came out. They were monks from Rhode Island of the Vow of Silence, and one came in and he said could he please have 38 glasses of water. So my wife and I packed up 38 sandwiches, 38 ice creams, 38 cold drinks, and the bus leaves. And as the bus is going out of the circular driveway, there's a bus leaving, people just funneled in. And of course I knew most of them, and they said, "Babe, how can you be so lucky that you aren't even open and you get them by the busload?" not knowing what happened. And I said I hope I don't get too many busloads, I don't want to close before I get -- so that's how we started that there. But it growed real fast after that, just kept on growing and growing and growing. It meant nothing to sell a thousand ice cream cones on a Sunday afternoon. LINDA: So you knew nothing about ice cream? 21 BABE: I knew nothing about ice cream. I knew nothing about motels, and I built a motel and ran that. I bought another motel and ran that. But the -- I didn't know anything about subdivisions, but I did that. I think a lot of my father's in me. In other words, you just keep going. As long as you do what's right, work hard, you accomplish it. In other words I won't take no for an answer when it comes to trying to do business. Because I've had people, when I went into the [unintelligible - 00:44:41] and doing hardware, I didn't mention that one. When we were doing hardware, in other words it was on the wholesale level to sell to contractors. I did that, and that was very, very difficult because they felt that I should have went to school, you know, because you got to know what hardware's proper for certain jobs. You've got to know your fire codes and so forth. And a lot of people in the beginning wouldn't sell me. They said in other words we don't want to sell to you, you do things wrong and it could come back to us. So I made it clear to them if I got to go from here to California I'm going into the business and I'm going to buy the stuff. You're either going to sell it to me or somebody else is going to sell it to me. And what that did, I got them, built up that business, which was real good. So I just did it. I think maybe I was just blind. I just went into some of these things. We got kind of carried away. We're supposed to be talking on the Italian Colony, aren't we? ROSA: This is all part of that. LINDA: This is all part of it. But as far as getting the ice cream machine and maybe the motel, were you just in the right place at the right time? Just kind of… BABE: That's probably the story of my life, yeah. I think that -- I really believe the gift of the seventh son really played a part on me. Because everything always works out. 22 LINDA: So would you like to tell us a little more about Lincoln Terrace? You're the first person I've interviewed, I'm thinking, isn't it true that grew up on Lincoln Terrace? BABE: You read this book? LINDA: I've looked at it. I haven't finished it. BABE: You haven't finished it? LINDA: No. BABE: Our family's mentioned in that quite a few times. But first of all he just about hit it on the way it was, you know. It was close-knit, Lincoln Terrace, and it was different than what today is. If you did something wrong and somebody scolded you and you went back and told your parents that the neighbor or whoever it was did this to you, you would get a call down again from him. It isn't that knock at the door saying what -- like today, you got assault and battery like that. In other words, they all watched one another. It was really a family unit up there. So you couldn't do anything wrong, and if anybody came on the street that wasn't part of the street, everybody knew about it and they watched them. So it was quite a neighborhood, it really was. And like I say, we enjoyed the -- now, the early part of it is I can look the -- they all had gardens the way they all had pigs in the back of the house, and when the fall of the year come they would all slaughter and they'd all help one another. I got that on film by the way, 8 mm. LINDA: What, the slaughtering the pigs? BABE: Yeah. LINDA: Oh, that's interesting. Now, was there a smokehouse? BABE: No. They did things themselves. They take the hams and they make the prosciutto out of those. You know how they do that? LINDA: Nuh-uh. BABE: Actually, they take the hind of the pig, and they really salt it and pepper it, all that it will take, and then they put it in most cases in the cellar up 23 against some beam or another beam, and then with a hydraulic jack or whatever kind of a jack, they keep squeezing it until the ham starts this big until it [unintelligible - 00:48:37] that big, but the salt and the pepper is actually curing it out. You heard of that, did you? No? So they did that. They made the meat, they made the sausages. Very few people used to cook the blood. We never did that, but a few of them did and make the… use that. But the whole pork chops, the whole thing, they saved every bit of it. LINDA: Now, did most people have a pig? BABE: In Lincoln Terrace they did. LINDA: They did. BABE: Yep, in those days. LINDA: So they'd all get together on one day and … BABE: They always worked together. Helped one another do things. LINDA: Was that day called something in particular? BABE: No. LINDA: No. BABE: No, and then like the -- I got a large grapevine. See, the whole hill did [unintelligible - 00:49:37] grape used to make his own wine. Then they all had big gardens. And another thing the Italian women up on Lincoln Terrace, on tomato time they would actually make tomato paste. I don't know if you ever saw that. They would have all these boards of pine nice and clean, they spread all the tomato on it, and then put one of those nets on it that they used to cover babies in a carriage to keep the flies out and so forth. And just by working that they made their own tomato paste. And they'd do all different things like that, you know, which they don't do today. It's easier to go to the store today and buy it. 24 LINDA: So when they slaughtered the pig and they made the prosciutto and et cetera… BABE: [Unintelligible - 00:50:24]. LINDA: When they slaughtered the pig, how did they store the -- how did they store what they had made? BABE: Mostly in the cellar. The meats [unintelligible - 00:50:34] like they'd make the sausage and they'd hang them up to dry. They had them covered and they'd hang them up to dry, and they would dry until they dried out with the [unintelligible - 00:50:45] it was all ice boxes what they had then, you know. But they'd have a place in the cellar which was damp enough or so forth that would last -- none of it wasted; they certainly ate it all before anything got to be wasted. LINDA: Was there any trading between families? BABE: I wouldn't say so, no. They had it all. They would give it to somebody like that, but there wouldn't be any trading. If somebody needed something, they would give it to them. LINDA: For some reason I can't remember what you call this, but when you dig out, let's say, a little hill when you keep food in it, what is that called? BABE: They didn't do that. They had it all in the cellar. ROSA: They just used the cellar cold. They can't do it today -- you can't do it today with the heat in the houses, but in those days the cellars were damp and cold sausages could be strung up in the rafters. And prosciutto. They made their sausages with the tubing, I remember seeing them. LINDA: Was that a long process, making the sausage? BABE: Well you got a 300-pound pig; you got a little work to do. You've got quite a bit of meat there to… ROSA: They'd grind it … LINDA: Now, was that woman's work, men's work? BABE: Oh, they all worked. The women did the cooking. They did a lot of that there, and the women probably -- some of the women would put the 25 [rosin] in the hot water to clean the hair of the animals. Hot water and rosin [unintelligible - 00:52:29] take the hair all off. LINDA: Was the skin used for anything? BABE: Yeah, they cooked that up. ROSA: Salt pork. BABE: Yeah. LINDA: So that's really what salt pork is? BABE: There was no waste. Probably threw the hoof away, didn't use that. ROSA: The head. LINDA: Did they throw the head away, or did they use part of it? BABE: Some people ate the head. Yeah some did. We didn't. ROSA: The ears, too. BABE: They all had chickens. LINDA: [Unintelligible - 00:53:05] throw the head away! BABE: And they all had chickens. In fact, my mother had her own little hobby [unintelligible - 00:53:11] times she had chickens and the eggs, and you know, feed the family, and if there's any eggs over she would sell them to the neighbor. So she would do that. My mother never learned to speak English too well even though she did the answering for my father, but it was -- my father could interpret what she would say even though she was saying it wrong. Like there was a company called Bowen and Fuller in Leominster, and my father always said this to people that they called my mother and have your husband come, we've got some deliveries to make, and she asked what company they said Bowen and Fuller. She said "Damn Fool?" He said no, Bowen and Fuller. She asked two or three times and yes. So my father came home, and she said, "Damn Fool wants you to pick up." So he knew them when he went there. The guy says, [unintelligible - 00:54:09] your message and the guy says yes. But they did understand one another. Of course the guy knew that she wasn't doing it to insult him 26 or anything. She didn't know any different on that. But she never learned the -- very, very little English. My father, working with the French people, he learned to speak French, and he learned the English right away, and of course he had the Italian. LINDA: Well, what about you and your brothers and sisters? Did you speak Italian? BABE: We understood it and so forth. They can speak it, but very [unintelligible - 00:54:50], and I can understand quite a bit what happens. Incidentally the three oldest children went to a French school at that time, and they learned French also. LINDA: What school? St. Cecelia's? BABE: St. Cecelia's, yeah. They went three years and then the French people needed a school for themselves and they transferred to St. [unintelligible - 00:55:14] school. LINDA: Now, I heard some people tell me that they weren't allowed to speak Italian in their homes after they learned English at school. Was that true for your family? BABE: Nope. No, we always spoke it. But my wife now, when she came over -- she came from Italy, and I didn't -- and when she came home with the school -- she's not from here, she's from Pennsylvania. But she refused to learn English until the teachers got -- one friendly teacher, "But why don't you want to learn?" She says, "I won't be able to speak to my mother and father then." She thought she'd lose the English. And after that day she made all kinds of honors in school. So she -- but in our house, now, my children, two of them they didn't speak -- we never spoke in Italian, but -- so we [unintelligible - 00:56:12] secret family thing when you're in front of the children, we'd speak Italian, my wife and I, not to be heard, but that's all done now because my daughter went out and became a professor of Italian history, so that brought us out. We can't even… 27 LINDA: So was it important for your family, your father and mother, for their children to assimilate, to become more American? BABE: We never discussed that. I don't think that ever came a thing -- you do the best you can do. That was about the biggest teaching that my father ever gave. Do the best you can do, stay out of trouble. And the other thing he always was a stickler for was he said you always respect authority. He said if someone does something wrong you respect it, you do it when you come home, you tell me about it, and I will take care of it. Of course it was just [unintelligible - 00:57:06] he never did anything everything after it, but meanwhile he kept peace in the family. LINDA: So he didn't want you to confront an adult; he would. BABE: Nope, and you know, in most cases you don't win with authority. You listen to it, and that's it. LINDA: So tell me about your mother. What was she like? BABE: My mother was strictly a loving for her children. She'd do anything for us. To quote my wife, which we shouldn't put on tape… LINDA: You don't want to? BABE: No, I'll tell you what my wife says about my mother. If it's not on tape. LINDA: If it's not on tape, okay. BABE: One of the things that happened though before [unintelligible - 00:57:56] we got married, my wife would go with my sister shopping and so forth. And in our house everybody -- they're all married now, but everybody would end up at the kitchen table at nighttime after the day's work, and my mother would -- you know, there was just the two of them, my mother and father at home, but there was always two or three pounds of spaghetti made, and we'd all eat there and then go home and say we're not hungry. But there was this one day we're there and my wife and my sister went shopping. They were late when they came in, so my brother-in-law and I said so let's have some fun. So the minute they came in, I says "Tina, where have you been? You know I worked all hard all day. I come home 28 and I want to eat." And so she says, "Well, we shopped." And my mother spoke up, she says, "That's not right. You got to feed your husband when he comes…" Well, then my brother-in-law to my sister says the same thing, you know. And my mother spoke up, and maybe she had something important to do. Same conversation. So -– but she was [unintelligible - 00:59:07] she was sick for a while. She had lost one eye too, and so for a while she was a -- but she could find -- after that she could find things that we couldn't, with that one eye. We would lose something and she would find it, even a pin or something like that, but… LINDA: Did she come from -- she came from Italy but differently than your father? I mean … BABE: Three years later. 1909 she came. LINDA: Did she come directly to Leominster? BABE: Well, she landed in Boston. Now, how she got there from Italy I don't have any information on that. LINDA: Do you know how your parents met each other? BABE: Probably out in the farm someplace, I would guess, because that's all they did; they were farmers. Even the woman worked the farms out there and so forth. So, a lot of them out there worked in [unintelligible - 01:00:03] actually who worked for the people that owned the land. LINDA: Where? BABE: In Italy. LINDA: Oh, they knew each other in Italy? BABE: Oh yeah. LINDA: Oh. 29 BABE: When she came here she -- well, that picture there shows her when she came in 19 -- with her children there, that's the picture when she came in 1909. LINDA: Okay. BABE: One of those. LINDA: Okay, so they knew each other in Italy? BABE: Yeah, they got married in Italy. They got married in Italy. LINDA: Then came here separately. BABE: Yes. LINDA: Not at the same time? BABE: No. LINDA: Okay, I didn't understand that. Did they have children [unintelligible - 01:00:45]? BABE: Yeah, yeah. This one here it was 1910 when she came. There was three of them. There was the three. They would be 1, 2, 3 that she came back with. Of course she came here in 1909, 1910 there was another one added at that time. LINDA: So your father came without the family first and then brought them over? BABE: They all did that. They all boarded. If you will look at the directory, they all, the Italians all boarded someplace. They -- none of them had their own home or anything like that in the beginning, so their wives came over and then they would find a place. LINDA: So growing up and you're working with your father, did you work six days a week? BABE: Sometimes seven. Not too often, but sometimes we'd have things to do and we'd do it. So in other words you have to realize when I got to the working age, I was in the Depression, actually. So you took it as you could get it as far as work is concerned. LINDA: Did you work out during the daylight hours? 30 BABE: Oh yeah. We generally got home [unintelligible - 01:02:06] unless there was an emergency job you stayed later. We'd get home about five, five thirty from a job, start at eight o'clock in the morning. LINDA: And then you would eat dinner with your parents? BABE: Mm-hmm. LINDA: And who made the dinner? BABE: My mother. LINDA: What about your sisters? BABE: They were married by that time. Don't forget, they were completely -- they were much older than I was, so they were -- by the time that I started eating, you know, they were married. LINDA: So tell me what kind of things you ate. The types of things your mother made. BABE: All the good things that I like. LINDA: Which is what? BABE: She made spaghetti, pasta [la jour], even polenta. I know you know what that is. LINDA: Mm-hmm. BABE: In those days that was a poor man's meal. Today you go in restaurants you pay a fancy price for it. LINDA: I should have said no, I don't know what it is so you can explain to us on tape. I'll have to get that sometime. So what's polenta? BABE: Lentils, I like lentils. She used to make that, different soups. I'm sorry, what did you say? LINDA: What's polenta? What is it? BABE: Corn -- mush is what it is, actually. LINDA: How would she serve that? BABE: We'd put it on the board, on the table, you spread it all over a board, and then what we'd do, the fun we'd have is try to decide what we're going to carve, and everybody would just carve whatever shape we wanted. And another thing she'd do too at times would be so we would eat all of it, 31 she'd put meat in the middle, and you had to work your way. If you didn't work your way you wouldn't get to the meat. You know, whether it was a meatball a piece of pork chop something like that. LINDA: So it was kind of polite eating. You eat from the outside in? You don't just dig in. BABE: No, no you have to work your way in, clean the road as you go. But on holidays, surprisingly, my father would do the cooking. I know on Easter especially he would make the ham and fix it all up and put the garlic in it and so forth. He always did that. LINDA: Now, during the Depression, did you eat meat at all, or was that really a luxury? BABE: It was a luxury. LINDA: Were different foods prepared on a Sunday compared to the rest of the week? BABE: Yes, Sunday you would have a bigger meal. And during the height of the Depression, we'd probably get oranges at Christmastime, maybe a banana at Christmastime. The rest of the year you didn't need it, so you didn't get it. LINDA: Do you want to go back to your jobs then? BABE: My jobs? LINDA: Yeah, jobs. BABE: Such as? LINDA: Or your companies or your interests. Like the motels. How did you get involved in the motels? BABE: Well, we went out to get some materials. It was in New Jersey, picking up some pallets for the block plant at that time, and it was next door to a motel, the pallets and so forth, and I started talking to the fellow and so forth. And [unintelligible - 01:05:44] the business, and now I had the ice cream place, I had the tourist stopping, so the brain just clicked in it would be nice to have a motel in Leominster. We had none. That was the first one. So that's what I did. I built a motel. 32 LINDA: Where did you build it? BABE: On Route 12 right next to my ice cream place. So that -- I didn't have any money at that time, so that was a problem. I went to the bank, it was the first bank I went to, told them I wanted $25,000, to borrow $25,000, said what are you going to do and I explained. They said you can't do that for that price. I said oh yes, I can I buy all my materials wholesale, and I do all the work myself. And he said well, in that case you have to give me a list of what it's going to cost you because I can only loan you 80 percent of what you're going to pay. So my answer to him was you really don't want me to build the motel, do you? But I fought it. Like I say, I made up my mind I was going to fight it and I did, so I just kept going and we built it. LINDA: So did you end up borrowing the money from a bank? BABE: Oh yeah, I got money from a bank—not that bank though, another bank. But then I started with eight rooms and built another eight and built another eight, and then four more on that same site, and so that worked out good. That was a good business. LINDA: And you kept the ice cream business in addition? BABE: Yeah. LINDA: So who ran the motel? BABE: Hmm? LINDA: Who ran the motel? BABE: I did. There was nobody else to run it. My wife was busy with the children at that time. LINDA: I thought there were only 24 hours in a day! That's why I'm asking. BABE: Well, I still slept three hours. You get up in the morning at eight o'clock. About eight we'd go have some breakfast and then close about two o'clock. Three nights a week I'd make ice cream until about three or four o'clock in the morning. Then with the motel beside it, you get -- break up during the night, people checking in late, so that was the schedule for a number of years. 33 LINDA: Where were you living at this time? BABE: We built a house in back of the motel and ice cream place. LINDA: Okay. So did you advertise for the motel? BABE: Yeah, we did advertise on that. LINDA: So who was staying in the motel, people visiting? BABE: We had -- mostly it was a commercial motel and we had mostly salesmen, engineers, buyers. It was all very good class of business that we had, and tourists and so forth, but we had quite a reputation that we even had quite a few of the national companies that if they were within 50 miles of our place such as Gates Rubber from Colorado, Singer Sewing Machine, if any of their people were within 50 miles of our motel, we had direct billing with them, they'd stop with us. But we made it very, very comfortable for them, because we learned very early that a salesman or an engineer or anybody that's traveling alone is the most lonesome guy in the world. So the thing that we would do is if a guy comes in and he could be with the plastic industry, he's alone, somebody else we know is in the motel in the plastic business he's alone, we have them meet one another. They'd go out and from then on they'd come back, because they knew that it was always -- they were going to meet somebody there instead of just sitting in a room all night long. And we built up a wonderful business that way. In fact, even -- we had a regular customer of ours once got in an automobile accident, and he couldn't go back home and we were full, and we asked [unintelligible - 01:09:51] two people of other customers that one of our customers was in an accident and can't go home, would you mind packing up and leaving? They did. LINDA: Wow. BABE: You know, which is so unusual. We explained what it was, but even that was a family affair that they would. It was a lot of fun. We had a lot of 34 fun doing that. One of the regulars that came in would we would always be pulling jokes, stuff like -- one time he brought somebody in and my wife was in Florida with her mother at the time, so I don't know what made me do it, but this guy was saying I've got to meet your wife, I hear so much about it from the other guys. So I said, yeah, but you know, when you talk to her she's hard of hearing, so then I pick up my wife and I said this wonderful guy from Chicago is in room 9. Wonderful guy. He was doing management surveys for the [unintelligible - 01:10:58] on Adams Street. So I told Tina he's hard of hearing. So now when they come in, they're all there, because they always -- we had a lawn area that we sit at, and so I said, Tina there's the guy, so, "How are you," and they're hollering like two idiots back and forth, and everybody starts laughing. But it was good for a joke. But they all accepted it as such, and that's it. Now, the one I got to say on the ice cream place now, I'm going to take a [unintelligible - 01:11:30] had his favorite place. I gave ice cream to every church in Leominster but my own. We'll have to continue. LINDA: We were talking about you had a story about churches and giving ice cream. BABE: Yes, I gave ice cream to every church in Leominster but St. Anne's, my church. Because what would happen, even the synagogues, the Jewish would call up and they want ice cream, how much is it. And I'd say $5 a tub. When I'd bring it up I'd give them a receipted bill. My own people, when they'd call, they'd say, "Oh, we can buy it for $4.50," so I never had the opportunity to give it to them, right? LINDA: Really? BABE: That was in six years I think I gave to every church in Leominster but my own. Now, I never told them I was going to give it to them for nothing. They asked me what the price was. The price was $5 a tub. So I guess that's all right. We all still made it. 35 LINDA: How long did you keep the ice cream? BABE: From 1950 to 1958. LINDA: And what about the motel? BABE: Motel, sold that in '64. LINDA: You had two didn't you? BABE: Yep, sold the other one about the same time. The other one I bought. I didn't build the other one. LINDA: And what was that, West… BABE: West [unintelligible - 01:12:59] Motel. LINDA: Is that the one that's across from -- well, it's Sam's now -- I mean, not Sam's, Walmart. Is that the one? BABE: No, it's up further. It's at the junction of 110 and 12. LINDA: All right. So again, give me an idea of what a day was like for you when you owned both the ice cream shop and the motel. BABE: Hectic. Get up in the morning, help out at the place… you know, noon time was busy there and so forth. And then at night start checking in people at the motel, then come back and make the ice cream. Like I said, I did all my building in the wintertime, too. [Unintelligible - 01:13:48] like I built the motel myself, I did that all. And the other thing we did during that time again was one summer, which was really -- my wife got me involved, and we built -- with the people of Leominster now, they're very generous; we built a swimming pool for the Nazareth Home for Boys. So I'm the owner, I'm doing the blocks, and I'm doing all the rebuilding of it. And people always like to have fun, and I had fellows working for me, a police officer mowing my lawn at the motel and stuff. And I know that the day I laid blocks I was just about dead, and I come home and [unintelligible - 01:14:35] is really doing good you hired people to do work for you, you're getting lazy. 36 But that was all, it was a lot of work, just busy, busy. But I enjoyed it. I think someone said one time that work won't kill you, and it didn't. LINDA: It sounds like your wife was supportive. Very supportive. BABE: Yeah, she is. She did. She had to take care of the children, and she also, at the same time, she was taking care of her sister's. She was one of the waitress I had. She had to waitress, she took care of their two children too, then at night she would come up and help with serving customers. Although she was a troublemaker. She's the one that liked to joke with the customers. For example, we used to have -- a new product came out, the ketchup that you squeeze it, the pump it, they called it. On Saturday night we'd get those big gang of dancers come in, dress suits, ties. So this one guy was trying to get the ketchup on and it wouldn't work on a hamburger. We said, "Tina, why don't you throw these away? They don't work." So she says, "You don't mind if I squeeze it at you?" "Go ahead," he says, so of course, ketchup all the way down his face. She never worked on Saturdays, but one Saturday she's working and one of our good customers from Connecticut would come by every Saturday with his wife and family going to New Hampshire camping. I'm outside talking to the guys and he came out and said, "You know, I don't know who that new waitress you got, but you better fire her or you won't have no customers left." I said, "Which one?" I said, "I can't fire her, she owns it!" But it was always funny, and I think that's what kept it going. It wasn't -- we enjoyed it, and that's probably what kept us going. We didn't look at it as a job or as work. We looked at it as something to do, and we were happy while we did it. LINDA: Did you have many employees? 37 BABE: Well, probably on the weekends was the most. It was probably about eight or nine of us on a weekend working. LINDA: Working at the ice cream shop, or… BABE: As far as the motel, it only required -- two girls would work just in the morning. That was separate girls, you know. A few hours they would have the rooms all ready. Then my children, we had the miniature golf. LINDA: Oh, that's right did. You built the miniature golf next to the ice cream shop? BABE: Yeah. LINDA: Now, where did you get that idea? BABE: I saw one, and I thought it would be nice to have, so I built one. LINDA: So, again, would that be the first miniature golf place in Leominster? BABE: No, there had been one for years and years up on North Main Street behind the bowling alleys. The motel was the first one in Leominster. LINDA: Well, then tell me about building the miniature golf. You actually designed it and built it? BABE: No, I didn't design it. The people I bought the equipment from did the designing of it. But I built it, I put it in there. Everything was designed by them, and I bought all the fixtures and so forth from them. LINDA: And then your children worked there? BABE: Yeah. LINDA: So how did you and your wife feel about education for your children? BABE: We felt tops for education. We probably made a couple of mistakes educating our children. To be very honest, I think St. Ann's, my son went there, and I think that was a mistake because there was [unintelligible - 01:18:44] 60 kids in the first grade. And had he went to where I went to school, they had 11 children. It would have been almost like a private tutoring. So what we did with him to pick up, we sent him to Julie Country Day afterwards, which is a private school, and from there he went to Worcester Academy. LINDA: I guess I'm interested to know how something like that happens. 38 BABE: Like what? LINDA: Like that you went to the 9th grade, you said, and your father is an immigrant who came over here to work so hard, and you know, he may not have had much schooling, and then all of a sudden your son is going to Worcester Academy. BABE: Because I wanted him to go there. LINDA: Because you wanted him… BABE: Oh yeah. LINDA: And why did you want him… BABE: In fact, [unintelligible - 01:19:34] when people ask me what I did I say I'm a bum. And of course my son must have heard me two or three times and, I know when he was ready to go to college, he said, "Dad, I don't want to go to college. I want to be a bum." I said, "You're going to be an educated bum." And he went to college, which he did very, very good [unintelligible - 01:19:51]. But no, we felt that the he lacked the basic knowledge at the very beginning. /AT/pa/mlb/es